Modern project management is increasingly important, as it is very well suited for fulfilling today's demands on companies, especially regarding the efficient cooperation of individuals, as well as the development of a goal- and solution-oriented approach.
A project can be understood as a temporary company, since all essential enterprise management functions must be performed in projects as well. The project management approach applied in the present book is a holistic management concept. In addition to project planning and control, it also covers the topics of teamwork, communication, and the organizational integration of projects into companies.
This book provides a guideline for performing individual projects, for professionally selecting projects that are vital for company success (project portfolio, program), for improving project management quality, and for consequently focusing company work on the current environmental requirements (project-oriented company). Additionally, numerous practical examples and case-studies of different project types illustrate the implementation of the presented methods.
Further relevant aspects of today's project management approaches, such as projects as business cases, procurement and contract design, virtual teamwork, project management career paths, agile project management, or Stage-Gate approaches are integrated into the actual edition. This book contributes to the further development of project management knowledge, and to the establishment of a professional project manager profile. Requirements on competencies and qualifications of project managers are integrated according to the international IPMA and PMI standards.
Univ. Prof. DI Dr. Gerold Patzak ist Universitätsprofessor für Systemtechnik und Methodologie an der Technischen Universität Wien sowie Gastprofessor an der University of Colorado at Boulder, USA. Er ist Gründer der Primas CONSULTING, einem innovativen, internationalen Consulting-Unternehmen im Bereich Projektmanagement.
Inhaltsverzeichnis
1;Titelei;4 2;Introduction;6 3;Content;10 4;Part I: Basics;14 4.1;1 Basics;16 4.1.1;1.1 Project and Project Management Basics;16 4.1.1.1;1.1.1 Perception of Projects;16 4.1.1.2;1.1.2 Types of Projects;17 4.1.1.3;1.1.3 Project Management Tasks;20 4.1.1.4;1.1.4 Systems Approach to Project Management - The Big Picture;22 4.1.1.5;1.1.5 Benefits of Project Management;27 4.1.1.6;1.1.6 Project Management Success;28 5;Part II: Project;30 5.1;2 Project Management in the Project Start-Up Phase;32 5.1.1;2.1 Project Initiation and Project Environment (Project Preparation);32 5.1.1.1;2.1.1 Initial Project Scenarios;32 5.1.1.2;2.1.2 Project Development Process;36 5.1.1.3;2.1.3 Project Worthiness;38 5.1.1.4;2.1.4 Project Preparation;39 5.1.1.5;2.1.5 Project Environment and Stakeholder Analysis;40 5.1.1.6;2.1.6 Strategic Preparation of Change and Claim Management;51 5.1.2;2.2 Project Assignment and Project Start-Up Process;60 5.1.2.1;2.2.1 Project Definition (Project Charter, Project Description, Project Statement);60 5.1.2.2;2.2.2 Opportunity and Risk Management at Project Start-Up;74 5.1.2.3;2.2.3 The Project Start-Up Process;76 5.1.2.4;2.2.4 Typical Forms of Communication in the Start-Up Process;80 5.1.3;2.3 Establishing Project Organization;83 5.1.3.1;2.3.1 Role Concept;84 5.1.3.2;2.3.2 Role Conflicts;85 5.1.3.3;2.3.3 Project-Related Roles;86 5.1.4;2.4 Forming of Project Teams;111 5.1.4.1;2.4.1 Selection of the Project Manager;111 5.1.4.2;2.4.2 Selecting Project Team Members;114 5.1.4.3;2.4.3 Forms of Project Team Organization;116 5.1.4.4;2.4.4 Phases of Team Development;119 5.1.4.5;2.4.5 Formation of (Virtual) Distributed Teams;122 5.2;3 Project Planning and Execution Phase;134 5.2.1;3.1 Managing the Project Environment;134 5.2.1.1;3.1.1 Project Marketing;134 5.2.1.2;3.1.2 Procurement and Contracts with Suppliers;137 5.2.2;3.2 Project Planning;144 5.2.2.1;3.2.1 General Thoughts on Planning;144 5.2.2.2;3.2.2 Task Planning (Work Planning);148 5.2.2.3;3.2.3 Quality Planning;162 5
.2.2.4;3.2.4 Process Logic and Time Scheduling;172 5.2.2.5;3.2.5 Resource Planning;198 5.2.2.6;3.2.6 Cost Planning and Financial Planning;210 5.2.2.7;3.2.7 Integrated Optimization in Project Planning;226 5.2.2.8;3.2.8 Risk Planning;227 5.2.3;3.3 Managing Project Organization;243 5.2.3.1;3.3.1 Interface Planning;243 5.2.3.2;3.3.2 Task Allocation within the Project Team;245 5.2.3.3;3.3.3 Managing the Project Information System;250 5.2.4;3.4 Managing Project Teamwork;279 5.2.4.1;3.4.1 Project Team Culture;279 5.2.4.2;3.4.2 Leadership of Project Teams;280 5.2.4.3;3.4.3 Problem Solving and Evaluation Methods in Teams;289 5.2.4.4;3.4.4 Team Decision Processes;293 5.2.4.5;3.4.5 Virtual Team Work in the Planning and Execution Phase;296 5.3;4 Coordination and Change Phases in Projects;298 5.3.1;4.1 Environmental Changes around Projects;298 5.3.1.1;4.1.1 Change Management;298 5.3.1.2;4.1.2 Claim Identification and Claim Assertion;301 5.3.2;4.2 Project Control;306 5.3.2.1;4.2.1 Overview of Controlling Tasks;306 5.3.2.2;4.2.2 Project Controlling Procedure and Instruments;309 5.3.2.3;4.2.4 Crisis Management;334 5.3.3;4.3 Project Organization;339 5.3.3.1;4.3.1 Organizational Integration of Project Controlling;339 5.3.3.2;4.3.2 Changes in Project Organization (Project Team);342 5.3.3.3;4.3.3 Meetings in Coordination Phases;343 5.3.4;4.4 Project Teamwork;344 5.3.4.1;4.4.1 Meeting Management;344 5.3.4.2;4.4.2 Teamworking Methods and Tools;355 5.3.4.3;4.4.3 Conflict Management;357 5.3.4.4;4.4.4 Virtual Teamwork in the Project Coordination Phases;370 5.4;5 Project Close-Down Phase;372 5.4.1;5.1 Closing Relations with Stakeholders;372 5.4.1.1;5.1.1 Characteristics of the Project Close-Down Phase;372 5.4.1.2;5.1.2 Defining an Appropriate End to the Project;372 5.4.1.3;5.1.3 Project Delivery Process;374 5.4.1.4;5.1.4 Dissolving Relevant Stakeholder Relations;375 5.4.1.5;5.1.5 Claim Management in the Project Close-Down Phase;379 5.4.2;5.2 Project Evaluation;379 5.4.2.1;5.2.1 Final Project
Calculation;379 5.4.2.2;5.2.2 Project Close-Down Report;380 5.4.2.3;5.2.3 Open Issues;382 5.4.3;5.3 Dissolving the Project Organization;383 5.4.3.1;5.3.1 Project Close-Down Meeting;383 5.4.4;5.4 Dissolving the Project Team;385 5.4.4.1;5.4.1 Opportunities and Problems when Dissolving the Project Team;385 5.4.4.2;5.4.2 Utilizing Learning Opportunities;386 6;Part III: Project Portfolio / Project Program;388 6.1;6 Strategic Conception of Project Portfolios and Programs;390 6.1.1;6.1 Project Portfolio Definition;390 6.1.2;6.2 Program Definition;391 6.1.3;6.3 The Importance of Project Portfolios in Modern Organizations;392 6.1.4;6.4 Goals and Benefits of Project Portfolio Management;392 6.1.5;6.5 Goals and Benefits of Program Management;393 6.2;7 Organizational Structures of Project Portfolios and Programs;396 6.2.1;7.1 Roles in Project Portfolios and Programs;396 6.2.1.1;7.1.1 Project Portfolio Steering Committee, Project Portfolio Coordinator;397 6.2.1.2;7.1.2 Project Portfolio Controller;400 6.2.1.3;7.1.3 Program Manager;400 6.2.1.4;7.1.4 Program Steering Committee;402 6.2.1.5;7.1.5 The Role of the Project Management Office (PMO) in Project Portfolio andProgram Management;403 6.2.2;7.2 Main Processes in Project Portfolios and Programs;404 6.2.2.1;7.2.1 Forming and Budgeting of Project Portfolios;404 6.2.2.2;7.2.2 Project Portfolio and Program Controlling;406 6.2.2.3;7.2.3 Changes in the Project Portfolio due to Closing of Projects;408 6.2.3;7.3 Resource Allocation in Project Portfolios;409 6.2.3.1;7.3.1 Resource Planning in the Budgeting Phase;410 6.2.4;7.4 Organizational Learning from Projekt Experiences;418 6.2.5;7.5 Developing a Projekt Portfolio/Program Thinking;419 6.3;8 Integrated Planning and Controlling of Project Portfolios and Programs;424 6.3.1;8.1 Establishing Project Portfolios;424 6.3.1.1;8.1.1 Methods for the Selection of Projects for Portfolios;424 6.3.1.2;8.1.2 Project Overview for Representing Project Portfolios;437 6.3.1.3;8.1.3 Analysis of Dependen
cies between Projects;439 6.3.1.4;8.1.4 Schedule overview;440 6.3.1.5;8.1.5 Overview of Efforts and Costs;441 6.3.2;8.2 Project Portfolio Controlling;442 6.3.2.1;8.2.1 Quality Controlling in Project Portfolios;443 6.3.2.2;8.2.2 Time Controlling in Project Portfolios;444 6.3.2.3;8.2.3 Resource and Cost Controlling in Project Portfolios;445 6.3.2.4;8.2.4 Project Portfolio Documentation;446 6.3.3;8.3 Closing Down or Interrupting Projects in Portfolios;448 7;Part IV: Project-Oriented Company;450 7.1;9 The Project-Oriented Company;452 7.1.1;9.1 Present Situation The Trend towards Increased Project-Orientation;452 7.1.2;9.2 Characteristics of Project-Oriented Companies;454 7.1.2.1;9.2.1 Strategies of the Project-Oriented Company;454 7.1.2.2;9.2.2 Structures in Project-Oriented Companies;455 7.1.2.3;9.2.3 Specific Cultural Elements in Project-Oriented Companies;456 7.1.3;9.3 Strategy and Projects;460 7.1.3.1;9.3.1 Strategic Projects/Programs;460 7.1.3.2;9.3.2 Project Strategy / Program Strategy;466 7.1.3.3;9.3.3 Project Management Strategy;467 7.1.4;9.4 Project Management Maturity;470 7.1.5;9.5 Project Management Standards (Project Management Guideline);475 7.1.6;9.6 The Project Management Office as an Internal Service Provider;480 8;10 Table of figures;490 9;11 Bibliography;498 10;12 Keywords;504 11;13 The Authors;508
